Global SAP Fieldglass rollout. In this episode of Implema Talks, Johan Söderström speaks with Lucas Gonçalves Araujo at Volvo Group about how to succeed globally without the solution becoming expensive and difficult to maintain. The core is governance. Keep the solution lean and standardized, be flexible about what is actually necessary, and be strong enough to say no to local deviations that are not proven necessary.
In this episode of Implema Talks, the focus is on succeeding with a global SAP Fieldglass rollout, and Johan Söderström meets Lucas Gonçalves Araujo, Digital Product Area Owner for indirect purchasing applications at Volvo Group. Lucas is responsible for teams working with SAP Ariba and SAP Fieldglass.
Johan describes the program as “truly global” from the start and asks Lucas to share concrete do’s and don’ts that others can take with them before a global Fieldglass rollout.
Aim for a lean and globally standardized solution to protect maintainability as scope grows.
Different countries and facilities work differently. Distinguish between real requirements and “this is how we usually do it.”
Set “requirements on requirements”. Start with standard deliveries, deviate only when the need is proven.
Too many deviations can flip the business case from control and lower complexity to a solution that costs a lot and requires significant effort to run.
Lucas’s recommendation is clear. As you scale up scope, you’ll encounter varying requirements between countries and facilities. The success factor becomes how you manage the variation.
“Always strive for a lean solution… you also need to be strong enough to say no.”
He explains why. If you let too many local deviations through, the solution can grow beyond your ability to maintain it. What started as a way to create control and reduce maintenance can over time become expensive and resource-intensive to run.
When Johan asks what it means to be “strong enough,” the conversation lands in a familiar reality. Local stakeholders can push that their requirements are automatically “must do,” sometimes even that “it’s a legal requirement.”
Lucas’s answer can be summarized as a governance recipe. Have a team that can communicate clearly, set a baseline, and control deviations.
Define your standard deliveries.
Require documentation before you deviate.
Make it clear that you have “requirements on my requirements”.
It’s not about rigidity for rigidity’s sake. It’s about protecting maintainability, scale, and economics over time.
Use this as a working list for VMS governance.
Document a global template and standard deliveries.
Make “standardized and maintainable” an explicit goal, not a bonus.
Create a clear process for deviations.
Require proof of necessity, not preferences.
Expect different work practices between countries and facilities.
Be flexible on real needs, but consistent against unnecessary changes.
View each deviation as future cost and operational effort.
Keep the solution lean so it doesn’t grow beyond your ability to run it.
If you’re sponsoring a global VMS initiative, the biggest risk is rarely that you choose the “wrong tool.” The biggest risk is uncontrolled variation that lowers maintainability and drives up long-term costs. Lucas’s message is a reminder that governance enables scale, without losing momentum or control.
A VMS supports structured management of external workforce and services procurement. In the episode, the example is SAP Fieldglass.
Because countries and facilities have different requirements and work practices. Without governance, deviations multiply.
Start with standard deliveries and deviate only when the need is proven necessary.
Being flexible enough to understand what is necessary, and strong enough to say no when it’s not.
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